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1. 10 Guiding Principles for
Business Change
Your Company Name

2. Lead with Culture01
Start at the Top02
Involve every layer03
Make the rational &
emotional case together04
Act your own into new thinking05
Engage, engage, engage06
Lead outside the lines07
Leverage formal solutions08
Leverage informal solutions09
Assess and adapt10
Principles In Leading Change Management – Template 1
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3. Principles In Leading Change Management – Template 2
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Lead with Culture
Start at the Top
Involve every layer
Make the rational &
emotional case together
Act your own into new thinking
Engage, engage, engage
Lead outside the lines
Leverage formal solutions
Leverage informal solutions
Assess and adapt
Change
Management
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4. 94% said that the organization’s culture was critical to the success of change management
74% saw it as more critical than strategy or operating model.
Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making
the most of cultural support
Yet skilled change managers, conscious of organizational change management best practices, always
make the most of their company’s existing culture
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Lead With The Culture
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5. Start At The Top
Although it’s important to engage employees at every level early on, all successful change management initiatives
start at the top.
Work must be done in advance to ensure that everyone agrees about the case for the change and the
particulars for implementing it
The exercise included a leadership team effectiveness survey, which revealed that though these leaders
called themselves a team, they didn’t really see themselves that way.
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6. Involve Every Layer
Strategic planners often fail to take into account the extent to which midlevel and frontline people can make or break a
change initiative
Frontline people tend to be rich repositories of knowledge about where potential glitches may occur, what
technical and logistical issues need to be addressed, and how customers may react to changes
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7. Make The Rational And Emotional Case Together
Leaders will often make the case for major change on the sole basis of strategic business objectives such as “we will
enter new markets” or “we will grow 20 percent a year for the next three years.”
Human beings respond to calls to action that engage their hearts as well as their minds, making them feel
as if they’re part of something consequential
In any organization facing a challenging environment, the emotional connection fostered by moves like
these is likely to make a major difference.
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8. Act Your Way Into New Thinking
Many change initiatives seem to assume that people will begin to shift their behaviors once formal elements like
directives and incentives have been put in place
Managers will become clear communicators because they have a mandate to deliver a message about the
new strategy
Start by defining a critical few behaviors that will be essential to the success of the initiative. Then
conduct everyday business with those behaviors front and center
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9. Engage, Engage, Engage
Leaders often make the mistake of imagining that if they convey a strong message of change at the start of an
initiative, people will understand what to do
A global publisher undertook a major initiative to become more digital, putting in place far-reaching structural
changes
Executives followed this with function-wide meetings where people could learn, for example, about the
prospective impact on finance or human resources
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10. Lead Out Side The Lines
Change has the best chance of cascading through an organization when everyone with authority and
influence is involved
People influenced by them feel good about working for the organization and have a desire to go above
and beyond
They are repositories of the organization’s culture. They are the ones approached by people who want to
know what’s really happening in the organization
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11. Leverage Formal Solutions
Persuading people to change their behavior won’t suffice for transformation unless formal elements—such as structure,
reward systems, ways of operating, training, and development—are redesigned to support them
A law firm tried to professionalize its clubby culture, which clients perceived as inwardly focused
The team was delighted when a strong group of contributors volunteered and put in the time required to
design a robust development program and start engaging associates.
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12. Leverage Informal Solution
Even when the formal elements needed for change are present, the established culture can undermine them if people
revert to long-held but unconscious ways of behaving
A top-tier technology company was trying to inculcate a more customer-centric mind-set after a decade
focused on relentlessly cutting costs
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13. Assess And Adapt
Leaders are so eager to claim victory that they don’t take the time to find out what’s working and what’s not, and to
adjust their next steps accordingly.
This failure to follow through results in inconsistency and deprives the organization of needed information
about how to support the process of change throughout its life cycle
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14. 10 Guiding Principles for Business Change
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15. Additional
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16. Our Mission
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Our Vision
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Our Mission
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17. Our Awesome Team
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19. Many of life’s failures are people who did
not realize how close they were to success
when they gave up
Thomas Edison
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22. Address
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Contact Numbers
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Email Address
emailaddress123@gmail.com
Thank You
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